Processes are the story that describes the reality of the business performance management program. It is therefore important to ensure that the responsible officers are aware of the processes and have the tools or aptitudes that are required to monitor process and manage it effectively. The failure of a business performance program is a direct result of failing to manage processes. Woe to those who take a perfunctory attitude. The goals will mean nothing if you cannot competently map the journey.

The first thing to recognize that process means that activities are interrelated. The negligence of one part will lead to the collapse of other parts. The need to keep a strategic perspective to any activities will become even more acute if there is a particular problem with a process that requires undue attention from the managers. If a consequence of this attention is that other parts of the project fail, then it will show a lack of attention to the idea of strategic oversight.
Read the rest of this entry